Human Resources Management

International Executive Master of Business Administration

Human Resource Management

http://www.pgsm.edu.vn

HUMAN RESOURCE
MANAGEMENT
Assoc. Prof. NGUYEN MINH DUC
PhD in Economics (Auburn University, USA)

NGUYENMINHDUC 2

PGSM International Executive MBA Program

 Human Resources Management

HUMAN RESOURCE
MANAGEMENT
Assoc. Prof. NGUYEN MINH DUC
PhD in Economics at Auburn University, USA
Lecturers in various universities in HoChiminh City: University of Economics,
Foreign Trade University, Open University, Vietnam National University
(University of Economics and Laws), TonDucThang University, Van Hien
University, NongLam University,…

NGUYENMINHDUC 3

HUMAN RESOURCE
MANAGEMENT
CHAPTER 6 -
TRAINING AND DEVELOPING
EMPLOYEES

NGUYEN MINH DUC

Assoc. Prof.
PhD in Economics at Auburn University, USA

NGUYENMINHDUC 4

PGSM International Executive MBA Program

 Human Resources Management

PURPOSE OF ORIENTATION
Orientation Helps New
Employees

Know what is
Begin the
Feel welcome Understand the expected in
socialization
and at ease organization work and
process
behavior

NGUYENMINHDUC
8–5

THE ORIENTATION PROCESS

Employee benefit Company organization
information and operations

Personnel Employee Safety measures

policies Orientation and regulations

Daily Facilities
routine tour

8–6
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 Human Resources Management

NEW EMPLOYEE
DEPARTMENTAL
ORIENTATION CHECKLIST

NGUYENMINHDUC 8–7

Training

• Is the process of teaching new

employees
the basic skills they need to perform
their jobs
• Is a hallmark of good management
THE • Reduces an employer’s exposure to
negligent training liability
TRAINING
PROCESS Training’s Strategic Context

• The aims of firm’s training programs

must make sense in terms of the
company’s strategic goals.
• Training fosters employee learning,
which results in enhanced
organizational performance.

NGUYENMINHDUC 8–8

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 Human Resources Management

STEPS IN THE TRAINING PROCESS

The Four-Step Training Process

1 Needs analysis

2 Instructional design
3 Program implementation
4 Evaluation

NGUYENMINHDUC
8–9

1. At the start of training, provide a bird’s-

TRAINING, eye view of the material to be
presented to facilitate learning.
LEARNING, 2. Use a variety of familiar examples.
AND 3. Organize the information so you can
MOTIVATION present it logically, and in meaningful
units.
4. Use terms and concepts that are
Make the Learning already familiar
Meaningful to trainees.
5. Use as many visual aids as possible.
6. Create a perceived training need in
trainees’ minds.

NGUYENMINHDUC 8–10

PGSM International Executive MBA Program

 Human Resources Management

1. Maximize the similarity between the

TRAINING, training situation and the work situation.
LEARNING, 2. Provide adequate practice.
AND 3. Label or identify each feature of the
MOTIVATION machine
and/or step in the process.
4. Direct the trainees’ attention to
important aspects
Make Skills of the job.
Transfer Easy 5. Provide “heads-up,” preparatory
information that lets trainees know what
might happen back on
the job.

NGUYENMINHDUC 8–11

TRAINING,
LEARNING,
AND 1. Trainees learn best when the trainers
immediately reinforce correct
MOTIVATION responses, perhaps with a quick “well
done.”

Reinforce the 2. The schedule is important. The

learning curve goes down late in the
Learning day, so that “full day training is not as
effective as half the day or three-
fourths of the day.”

NGUYENMINHDUC 8–12

PGSM International Executive MBA Program

 Human Resources Management

ANALYZING TRAINING NEEDS

Training Needs
Analysis

Task Analysis: Performance Analysis:

Assessing new employees’ Assessing current employees’
training needs training needs

NGUYENMINHDUC
8–13

TABLE 8–1 Sample Task Analysis Record Form

8–14
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PGSM International Executive MBA Program

 Human Resources Management

FIGURE 8–2 Example of Competency Model for Human Resource Manager

NGUYENMINHDUC
8–15

PERFORMANCE ANALYSIS:
ASSESSING CURRENT EMPLOYEES’ TRAINING NEEDS

Specialized Software

Assessment Center
Performance Appraisals
Results

Individual Diaries Methods Job-Related Performance

for Identifying Data
Training Needs
Attitude Surveys Observations

Tests Interviews

Can’t-do or Won’t-do?

8–16
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PGSM International Executive MBA Program

 Human Resources Management
TRAINING METHODS
Apprenticeship Training
Informal Learning
Job Instruction Training
Lectures
Programmed Learning
Audiovisual-Based
Training
Vestibule Training
and
Teletraining
Videoconferencing
Electronic Performance
Support Systems (EPSS)
Computer-Based
Training (CBT)
Simulated Learning
Internet-Based Training
Learning Portals
NGUYENMINHDUC 8–17

THE OJT
TRAINING
METHOD
On-the-Job Training
(OJT)
 Having a person learn a job
by actually doing the job.

Types of On-the-Job
Training
 Coaching or understudy
 Job rotation
 Special assignments

Advantages
 Inexpensive
 Learn by doing
 Immediate feedback
NGUYENMINHDUC 8–18

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 Human Resources Management

ON-THE-JOB TRAINING
Steps to Help Ensure OJT Success

1 Prepare the learner

2 Present the operation

3 Do a tryout

4 Follow up

NGUYENMINHDUC
8–19

Example Job Instruction Training at UPS

8–20
NGUYENMINHDUC

PGSM International Executive MBA Program

 Human Resources Management

Don’t Don’t start out on the wrong foot.

start out

Give Give your listeners signals.

Be Be alert to your audience.

DELIVERING Maintain Maintain eye contact with audience.

EFFECTIVE Make Make sure everyone in the room can hear.

LECTURES Control Control your hands.

Talk Talk from notes rather than from a script.

Break a long talk into a series of five-minute

Break talks.
Practice
and Practice and rehearse your presentation.
rehearse
NGUYENMINHDUC 8–21

Presenting Providing
Allowing the
questions, facts, feedback on
person to
or problems to the accuracy
respond
the learner of answers

PROGRAMMED Advantages
 Reduced training time
LEARNING  Self-paced learning
 Immediate feedback
 Reduced risk of error for learner

NGUYENMINHDUC
8–22

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 Human Resources Management

INTELLIGENT TUTORING Advantages

SYSTEMS  Reduced learning time
 Cost effectiveness
 Instructional
consistency
Types of Programmed
Learning
 Interactive multimedia
training
 Virtual reality training
 Virtual classroom

NGUYENMINHDUC 8–23

PI Computer-based programmed instruction

CBT Computer-based training
CMI Computer-managed instruction
ICAI Intelligent computer-assisted instruction
ITS Intelligent tutoring systems
Simulation Computer simulation
Virtual Reality Advanced form of computer simulation

COMPUTER-BASED REMOTE TRAINING

NGUYENMINHDUC 8–24

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 Human Resources Management

INTERNET-BASED
TRAINING Teletraining and Videoconferencing

Electronic Performance Support

Systems (EPSS)
Distance
Learning
Methods
Computer-Based Training

E-learning and learning portals

NGUYENMINHDUC 8–25

Employer Responses to
Employee Learning
Needs LIFELONG
LEARNING AND
LITERACY
TRAINING
TECHNIQUES

Provide employees
with lifelong Instituting basic skills
educational and and literacy programs
learning opportunities

NGUYENMINHDUC 8–26

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 Human Resources Management

Creating a Training Program

1 Set training objectives

2 Use a detailed job description

3
Develop an abbreviated
task analysis record form
4 Develop a job instruction sheet
5 Compile training program for the job

NGUYENMINHDUC
8–27

IMPLEMENTING MANAGEMENT DEVELOPMENT PROGRAMS

Long-Term Focus of
Management Development

Assessing the Appraising Developing the

company’s strategic managers’ current managers and
needs performance future managers

8–28
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 Human Resources Management

SUCCESSION PLANNING
Steps in the Succession Planning Process

1 Anticipate management needs

2 Review firm’s management skills inventory

3 Create replacement charts

4 Begin management development

NGUYENMINHDUC
8–29

MANAGEMENT DEVELOPMENT
TECHNIQUES
Managerial On-the-Job Training

Job Coaching and Action

rotation understudy learning

8–30
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 Human Resources Management

OTHER MANAGEMENT TRAINING

TECHNIQUES
Off-the-Job Management Training
and Development Techniques

The case study method Role playing

Management games Behavior modeling

Outside seminars Corporate universities

University-related programs Executive coaches

NGUYENMINHDUC
8–31

BEHAVIOR MODELING
Behavior Modeling Training

1 Model the effective behaviors

2 Have trainees role play using behaviors

3 Provide social reinforcement and feedback

4 Encourage transfer of training to job

8–32
NGUYENMINHDUC

PGSM International Executive MBA Program

 Human Resources Management

MANAGING ORGANIZATIONAL
CHANGE PROGRAMS

What to Change

Strategy Culture Structure Technologies Employees

NGUYENMINHDUC
8–33

MANAGING ORGANIZATIONAL CHANGE

AND DEVELOPMENT

The Human Resource

Manager’s Role

Organizing Effectively using

Overcoming
and leading organizational
resistance to
organizational development
change
change practices

8–34
NGUYENMINHDUC

PGSM International Executive MBA Program

 Human Resources Management

• Unfreezing Stage • Moving Stage • Refreezing Stage

• Establish a sense of urgency • Create a guiding • Reinforce new ways
(need for change). coalition. of doing things.
• Mobilize commitment to • Develop and • Monitor and assess
solving problems. communicate a progress.
shared vision.
• Help employees to
make the change.
• Consolidate gains
and produce more
change.

HOW TO LEAD THE CHANGE

NGUYENMINHDUC 8–35

Organizational Development (OD)

1 Usually involves action research

2 Applies behavioral science knowledge

3 Changes the organization in a particular direction

8–36
NGUYENMINHDUC

PGSM International Executive MBA Program

 Human Resources Management

EVALUATING THE TRAINING EFFORT

1 2
Designing the Evaluation Choosing Which Training
Study Effects to Measure
• Time series design • Reaction of trainees to the program
• Controlled experimentation • Learning that actually took place
• Behavior that changed on the job
• Results achieved as a result of the
training

NGUYENMINHDUC 8–37

FIGURE 8–7 Using a Time Series Graph to Assess a Training Program’s Effects

NguyenMinhDuc 8–38

PGSM International Executive MBA Program

 Human Resources Management

A SAMPLE TRAINING
EVALUATION FORM

NGUYENMINHDUC 8–39

PGSM International Executive MBA Program